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"Becoming a Strategic Leader - Your Role in Your Organization’s Enduring Success" by Richard L. Hughes, Katherine Colarelli Beatty

A central lesson in this work: that strategic leadership is about becoming. It’s about a process of never-ending individual, team, and organizational learning. Working at CCL and with the DSL program has been a privilege, in particular because of the opportunity we have had to help so many individuals play a more effective role in the strategic leadership of their organizations. We hope our insights from that work, captured here as best we can, will help them continue that process — and will reach new audiences as well.

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We’ve worked together for eight years at the left for Creative Leadership, and the focus of our work has been developing the strategic leadership of individual executives and their teams. During that time we have worked personally with nearly a thousand different managers and executives—sometimes with heterogeneous groups from different companies, and sometimes with groups from the same company.

Most often, that work has been in the context of a program called Developing the Strategic Leader (DSL). We’ve had the opportunity to work with the DSL executives as they’ve struggled to become better strategic leaders. Weathering this challenge alongside them has deepened our own understanding about how to become more strategic. In a general sense, this book reflects our attempt to put some of the lessons of that program and what we have learned through our work in it into a more explicit and accessible format.

One thing we have gained from this work is greater clarity about the challenges managers and executives face in becoming more effective strategic leaders. Our understanding has come in part from what executives themselves tell us about their challenges, which typically fall into the following broad categories: influencing others more effectively, particularly upwardly and outwardly; thinking strategically; achieving a better balance in handling short-term and long-term pressures; moving from a functional or departmental perspective to a broader organizational perspective; and actually creating or influencing organizational strategy.

TOC

1.What Is Strategic Leadership?

2.Strategic Thinking

3.Strategic Acting

4.Strategic Influence

5.Strategic Leadership Teams

6.Making Strategy a Learning Process in Your Organization

7.Becoming a Strategic Leader

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